The global hospitality sector is on the brink of a leadership drought, as over the next five years, the industry is expected to require thousands of new general managers and operational leaders across resorts, city hotels, lifestyle brands, and serviced apartments.
But as properties expand and new openings multiply, the talent pipeline is not just narrow, it is dangerously underdeveloped.
What happened?
Years of cost containment, a preference for low-cost junior staff, and a diminishing focus on mentorship have discouraged many high-potential talents from staying in the game. The result: mid-level managers are either jumping ship or stagnating, and the next generation is not raising their hand.
A Crisis Born from Short-Term Thinking
Many hotel brands, faced with rising costs and uncertain demand, opted to prioritize short-term operational savings. This led to:
- Overreliance on outsourced or unskilled labor
- Declining investment in internal training and development programs
- Fewer structured succession plans or cross-property rotations
- A breakdown of mentorship culture in many management teams
At the same time, young aspirants are questioning whether the hospitality industry still offers the long-term growth and lifestyle it once promised. With high stress, long hours, and relatively slow advancement, other sectors from tech to retail now look more appealing.
A Widening Gap Between Openings and Talent
Adding to the challenge is the unprecedented pace of hotel development. Across Asia, the Middle East, and beyond, hundreds of new properties are scheduled to open in the next few years. This boom is outpacing the industry’s ability to develop and supply experienced leaders.
Even seasoned operators are struggling to fill general manager and department head roles at the speed required. In many cases, this leads to rushed promotions, cross-regional shuffling, or interim placements—solutions that may keep properties running, but rarely foster long-term performance or team stability.
Rebuilding Confidence in the Profession
The prestige of being a GM or department head once attracted top talent from business schools and operations roles. To revive that status, hotel groups must act now:
- Launch leadership acceleration programs with clear promotion paths
- Invest in emotional intelligence, tech fluency, and brand ambassadorship training
- Promote mobility across geographies and brands to retain rising talent
- Reinforce pride in management roles as the face of both culture and performance
Some companies are already shifting course. They are reintroducing structured mentorship, offering fast-track pathways, and even engaging past GMs as executive coaches. But broader industry coordination will be needed.
The Stakes Are High
A hotel without strong leadership is just a building. Management is not just about operations, it is about culture, guest experience, and long-term value. If the industry does not course-correct, the future of many properties may be compromised—not by demand, but by the absence of capable leadership to deliver on it.
The time to invest in people is now. Not when it is convenient, but when it is critical. And that moment has arrived.
Paul HIRIART is an experienced hospitality consultant with over 18 years in operations, strategy, and leadership roles across APAC. He helps hotel brands, operators, and investors rethink performance, elevate guest experience, and future-proof their assets through targeted, data-driven solutions.
bridgartconsulting.com
